FI KimberlyWiefling-Scrappy Design Thinking Dec2021

Product
Development
Using Scrappy
Design Thinking
Founder Institute 15 Dec. 2021
Thank you for agreeing to be a Mentor on the subject of ‘Product Development’ on Dec 15, 2021.
- Product Development
- Dec 15, 2021 on 06:00 pm to 08:15 pm (America/Los_Angeles)
- FI Zoom 10, https://us02web.zoom.us/j/2750864644?pwd=SlVoNndGVGo0ZTFWN2FQQ0t5TnNQUT09, ,
Your goal is to help the Founders in the class understand the topic from your perspective. What human
resources should you have available to build a viable solution? How do you identify and engage with the
human resources? How do you prototype your solution? What techniques do you use to speak with your
target customers and get feedback on our solution? How do you develop a product roadmap for your solution?
What is a specification, and how do you create one? How do you allocate work from a specification to a team,
and how do you track progress?
Your allotted speaking time is between 10 and 20 minutes. There will be a question and answer session with
all of the Mentors, and a Founder Hotseat, where you critique the business and assignment of select
participants. Creating a PowerPoint for your talk is preferable, though not required. A good presentation
provides actionable shortcuts, tips, resources and personal advice for Founders to complete topical
assignments in a week. Please do not include any information on your biography, since you will be introduced.
Some resources are below:
- Sample Mentor Video: https://FI.co/guides/5
- PowerPoint Template: https://FI.co/images/FI_Template.ppt
- Hotseat Rating Link: https://FI.co/review

Scrappy
Design
Thinking
An Appetizer
Kimberly Wiefling, M.S.
Image Ref: http://www.thesolitarywriter.com/2012/11/just-2-hours-to-get-creative-innovative.html

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.
Who is Kimberly Wiefling?
MS Physics from (Case), BS Chemistry & Physics
Cert. in Program & Project Mgmt. from [fill in the institution, it adds to your cred)
Extensive experience in the R&D and manufacturing of complex systems of hardware,

software, firmware, chemistry and physics. Held leadership positions ranging from NPI
Program Manager to VP of Program Management & Organizational Effectiveness for a Xerox Parc
spinoff, and has helped companies from startups to Global 1000 successfully grow and – more
importantly - SCALE.
PROCESS: Science based – organizational psychology, neurology, ….. whatever the right ones are.
SELECTED PUBLICATIONS:
Silicon Valley, CA 94062 • +1 650 867 0847 • kimberly@wiefling.com • LinkedIn

DEEP EXPERIENCE in GLOBAL COMPANIES in the
US, Europe and Asia (50 different countries), primarily
with culturally diverse groups of employees in
globalizing Japanese companies.
ENTREPRENEUR: From Startups to Global 1000. She

is the founder of Wiefling Consulting, and co-founder
of Silicon Valley Alliances. She’s been involved in
launching about a dozen startups, and was the VP of
Program Management & Organizational Effectiveness
for one that was acquired by Google in 2001. She
invested in and coached the founder of Embedded
Works, which bootstrapped to seven figure annual
revenues.
CLIENTS: Many well-known global brands in a

broad range of industries,including B2B products and
services, pharma, 3D printing, research institutes,
financial services, food and beverages, online portals,
and consumer products.
I’m passionate about making a meaningful positive difference
by working with organizations committed to solving the
problems of Our World – profitably, so this good work
continues!
● RETAINED KEY EMPLOYEES: Reduced voluntary turnover

in Japan’s #1 most innovative company of 2019 from 22% to
less than 1% annually in a target audience of 250 managers
over 5 years, and to 12% in their direct reports.
● IMPROVED MANUFACTURABILITY & AFR: Reduced

production time of an HP mass spec from 35 to 5 days, and
reduced the AFR by more than half, through process
optimization and an R&D NPI redesign team she led.
● OPTIMIZED NPI PIPELINE: Unclogged new product

development processes in a company with over 300
engineers through strategic prioritization & resource
allocation in alignment with company strategies.
● INCUBATED INNOVATION: Half of ~80 projects launched

in these programs were partially or fully implemented.
5989B Mass Spectrometer
I led the product

development team
at HP for this
product.
Shortcomings of Human
Imagination

Guess
who
invented
the
digital
camera?

Why didn’t music recording
companies invent iTunes?

Why didn’t Motorola invent
digital phones?

Why didn’t Nokia invent
personal digital assistants?

Why didn’t Palm invent the
Smart Phone?

“Everything that looks
great now, once
seemed impossible.”
– Chinese proverb

NASA’s
Creativity
quiz
1600 kids took the NASA
Creativity quiz at ages 5, 10, 15
to assess their creativity 16

Creativity as a Function of Age
Ref: Breakpoint and Beyond: Mastering the Future Today (Paperback)

by George Landby George Land (Author), Beth Jarmanby George Land (Author), Beth Jarman
(Author), George Landby George Land (Author), Beth Jarman (Author), George Land (Author),
17
Beth Jarman (Author)
Creativity as a Function of Age
Adults Teens 10 5 years
Ref: Breakpoint and Beyond: Mastering the Future Today (Paperback)

by George Landby George Land (Author), Beth Jarmanby George Land (Author), Beth Jarman
(Author), George Landby George Land (Author), Beth Jarman (Author), George Land (Author),
Beth Jarman (Author)
“If at first the idea is not absurd,
then there is no hope for it.”
- Albert Einstein
A Framework for Imagination
to Make “Impossible” Inevitable

Design Thinking vs. Problem-solving
Ref: ISKME Action Collab® Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.
Stanford d.school Design Thinking Process
EMPATHIZE IDEATE
DEFINE PROTOTYPE
TEST
Image Ref: dschool.stanford.eduCopyright Silicon Valley Alliances & Wiefling Consulting, Inc.
Start with a Challenge Statements
• To write a good challenge statement,
start with Joel Barker's
paradigm-shifting question: "What
seems impossible today, but if it
WERE possible, would transform X
for the better?"
Human-centered Definition of Innovation

Lateral
Thinking Breakthrough!
Today Current Direction Better

Ref: De Bono’s “Lateral Thinking”.
Desired
Future
Goal
望むべき未来像
行き方はいろいろ
Many Paths May

Lead to Your Goal
Today
C
Divergent Thinking
us
to
m
Ob er
se I np
rva ut
tio 🡪
n🡪
Idea
Idea
Generation Expansion
t 🡪
en
🡪
n m
ds
iv ro
ee
En
tN
ic
ke
m
ar
o
M
on
Ec
Diverge before Converging
Cu
sto
m
er
Ob In
se pu
rva t🡪
tio
n🡪
Idea Idea “Groan Idea

Generation Expansion
Zone” Selection
nt🡪
e
nm
🡪
o
ds
ir
ee
v
En
tN
ic
ke
m
ar
no
M
o
Ec
Use “DDDC = Disagree Debate Decide
Scrappy Design Thinking Summary
How to Achieve (seemingly impossible) Results
START
HERE Big
WHY
Big Big
REPEAT
HOW WHO
Big
WHAT
Big WHY
Founder Institute – Confidential Information

Cut it in half?
Neither person wants half a pumpkin?

1. Start with “WHY” 1
2
Why? 5 X 3
|
1 4
| 5
2
|
3
| Purpose or
4
| Reason that this
5 Problem or Project is
Important.
Big WHO

Rank the #1, #2 and #3 Priorities
Transmission Engine Ignition Cooling Driver’s Seat
System
Brakes Gas Pedal Steering Heater Air

Wheel Conditioner
Passenger’s Wheels and Lights GPS System Rearview

Seat Tires Mirror

Big WHY? Big WHO?
Purpose of Car = Inexpensive place to live Me!

2. Think about “WHO”
Stakeholders:
• Who cares?
• Who is impacted?
• Who can help us?
• Who can hurt us?

Big WHAT

IMAGINE A
TREE.

DID YOU
ALL
IMAGINE
THE SAME
TREE??
Imagine a tree:
• Christmas tree - Pine tree
• 30 centimeters diameter trunk at the base
• 3 meters tall
• 75 branches
• 5289 needles each 3 centimeters long

WE WOULD ALL
DRAW VERY
SIMILAR TREES
BECAUSE WE TOOK
TIME TO DEFINE
THE MEASURES OF
THIS TREE.
Go to
the
Dark
Side!
Image Ref: https://www.amazon.co.uk/Star-Wars-Costume-Rubies-32413/dp/B00WGJ3GAY

Reverse!
Image Ref: https://networkingnerd.net/2012/12/11/unlearning-ipv4/yoda_portait/

MEASURES
of
“Success”
United Way Thermometer
● Good metrics include WATT: 12/1/10 🡪
¥ 1000000
- Where we WERE
- Where we ARE
- TREND
- TARGET
¥ 600000
8/1/10 🡪
1/1/10 🡪
● Where we need to be ¥ 400000
12/1/10 🡪
¥ 200000
● Close gap by adding money
11/1/10 🡪 ¥ 100000
● Where we are
Copyright Wiefling, Inc. 2017

Success Scorecard
Action to
Minimum
Priority Goal Target Status Make it
Acceptance Limit
Green
Add
Calendar Minimum feature All musts
#1 Feature to set agreed to and and top 5 Green NA
Existing defined in the plan wants
Product
Assign
Launch New Phase 1 schedule Phase 1
another
#2 Wiki Tool on + 2 months late at scheduled Red
person to
Schedule worst date
help
Complete Get a learning

Rated 4 out of 5 by Rated 5
#3 User Manual
users out of 5
Yellow products
for Wiki Tool expert to help

Different Metrics for Horizon 1 – 2 - 3
Ref: Chasm Institute

Big HOW

Avoid “Rush to Solution” and we
might find a BETTER solution!
We could try to raise the bridge, or . . . Let the air out of the tires

Knowing HOW is
NOT ENOUGH!
Professors at
Stanford Graduate
School of Business
do NOT follow
what they teach
when they start
companies.
How to Lose Weight?
Eat less!
Exercise more!

It’s Iterative . . .
Start
here:

Prototype, Don’t Perfect!

Paper
Prototype

Role Play Prototype

Storyboard/PPT Prototype

Iterate & Fail Forward!
Idea Idea
Idea
Expansion Expansion
Expansion Idea
Idea Idea
Idea Idea Generat Idea Idea
Idea Generat Selec
Generat Idea Refine ion Refine Selection
Refine ion tion
ion Selection ment ment
ment

#1 Way to Increase
Creativity/Innovation?
Stop killing it!
Embrace Risk-taking & Mistake-making!

Teflon –accidental polymerization of
tetrafluoroethylene gas led to its invention.

Design Thinking is . . .
Human-centered Solution-centric
Image Ref: http://wheelsonwings.co.za/electric-car-designed-for-people-in-wheelchairs/

Design Thinking is . . .
Human-centered Solution-centric Future-focused
Image Ref: https://www.technotification.com/2015/01/10-years-of-mobile-technology.html

Scrappy Design Thinking Summary
How to Achieve (seemingly impossible) Results
•“What if” Challenge Statement Rev. 1 • S.T.O.P. (Stop🡪 Think🡪 Organize 🡪Plan)
Big • Ask Why 5 Times

• Find a Purpose Beyond Profit
•Prototype 🡪Test w/Stakeholders

•Iterate based on feedback
WHY
Big Big
REPEAT
HOW WHO
•Stakeholder Analysis
•Brainstorm Ideas •Customer/User Journey
•Cross-pollination of Ideas
•Select Ideas for Experiments
Big •Empathy Map
•Persona
•Revised “Challenge Statement” WHAT •Value Chain Analysis

•“Success” through the eyes of
•Success Score Card w/Measures Key Stakeholders
Kimberly’s Summary of a
sensible Product
Development Project
Lifecycle.
This is based on multiple references, including “Setting the PACE in
New Product Development” and “Scrappy Project Management”
NOTE: You should develop your own customized lifecycle to suit your business requirements.
Scrappy Project Management Cycle
AGILE – It’s a spiral, not a waterfall
Why? Who? What? Why

How?
Not?
lS
T
A
R
T
H
E
R
E
!
l 2013 © Wiefling Consulting. All Rights Reserved.

Recipe for Getting Results l“A recipe doesn’t
make cookies, but it’s
a good start!”
Overall Goal Statement: ___________________________________________
Why? Who? What? Why

How?
Not?
• Ask “Why? 5 Times
• Communication • 1 Page Summary • Risks & Obstacles • High Level Plans
Map/Stakeholder Analysis • Success Scorecard • Upside & Accelerators • Integrated Schedule
• Priorities
l
lPEOPLE P LAN S lGOAL
lA C lT I lO N lS !
lPriorities
• Team Org Chart l#1 –
• Roles & Responsibilities l#2 –
l#3 –
l 2013 © Wiefling Consulting. All Rights Reserved.
®
Scrappy Project Management Checklist
1. Be completely & unrepentantly obsessed with the “Customer”.

2. Provide shared, measurable, challenging, & achievable Goals as clear as sunlight.
3. Engage in effective, vociferous & unrelenting Communication with all stakeholders.
4. Assure that Roles & Responsibilities are unmistakably understood and agreed by all.
5. Create viable Plans & Schedules that enjoy the team’s hearty commitment.
6. Mitigate big, hairy, abominable Risks & implement innovative Accelerators.
7. Prioritize ruthlessly, choosing between heart, lungs & kidneys if necessary.
8. Anticipate and accommodate necessary and inevitable Change.
9. Challenge Assumptions & Beliefs, especially insidious self-imposed limitations.
10. Manage the Expectations of all stakeholders: under-promise & over-deliver.
11. Learn from experience. Make new and more exciting mistakes each time!
12. Attitude of Gratitude: Celebrate success, . . . and some failures, too.
Note: Scrappy Project Management ® is a registered trademark of Kimberly Wiefling.
lCopyright Wiefling Consulting 2001-2010

Project Lifecycle Overview
Phases
3 4 5
1 2 Stakeholder
Opportunity Execution Execution &
Program Kickoff Interviews
Analysis Planning Follow Up
BIG WHY? Stakeholder Interviews WHAT? – Gap Analysis BIG HOW? TRACKING
• Purpose/Reason ● What’s working? • Update Future State • Identify Options & Choose • Status vs. Success
● What’s not? • Define Current State • Define Phases, Milestones & Scorecard
BIG WHAT? ● What’s missing? • Define Gap Decision Points • Decisions Made
● If anything were possible . . . • Create Swimlane Timeline • Changes & Impact
• Overall Goal Statement
WHAT? – Scenario Analysis • Identify Key Contributors • Manage Risks & Upside
WHAT?
Key Actions & Deliverables
BIG WHO? Optimistic • Identify Major Tasks

• Update Ideal Future REVISE & UPDATE
• Identify Project Sponsor Realistic
• Update Scorecard TROUBLESHOOT the Plan • Plans
• Stakeholder Analysis Conservative
• Prioritize Stakeholders Pessimistic Timeline Risk Analysis • Timeline/Schedules
VALIDATE w/Sponsor & Key Apply Risk Mitigation
• Identify the Core Team • Marketing Analysis
Stakeholders
• Create Team Org Chart • Financial Analysis Apply Accelerators COMMUNICATE
• Project Summary
• Roles & Responsibilities • Choose Scenario • Communicate,
• Team Org Chart Communicate,
HOW?
• Success Scorecard Communicate!
st
WHAT? (1 draft) WHY NOT? • Detailed Project Plan
• Ideal Future State • Obstacles & Barriers - Estimate Durations
WHO? PROJECT CLOSURE
• Stakeholder-centric Success • Risk Analysis - Include Uncertainty
• Define Project Review Board • Final Report/ Archive
Scorecard, • Mitigation Plan • Decision Point Criteria &
Decision-makers Info
Metrics and Targets • Sure, Why NOT?@#!! Decision-makers for Each
• Decision Trade-off • Change Mgmt. Plan • Lessons Learned
• Upside
Priority List • Communication Plan • Recognition &
• Accelerators Appreciation
• 1 Page Project Summary
• Celebration
REVIEW & REVISE REVIEW & REVISE REVIEW & REVISE
• Get Some Sleep!
• Key Project Documents • Key Project Documents • Key Project Documents
VALIDATE w/Sponsor VALIDATE w/Sponsor VALIDATE w/Sponsor VALIDATE w/Sponsor
©Wiefling Consulting, Inc. All Rights Reserved.

Knowing ≠ Doing

KEEP GOING & Fail Forward!

“Success is not final and failure’s not
fatal. It is the courage to continue
that counts.” – Winston Churchill
. . . for a better world.

“No one has to change. Survival is optional.”
- W. Edwards Deming
Thank
you!
If you are interested in more
information
about anything in this presentation,
please feel free to contact me:
Kimberly Wiefling
Silicon Valley Alliances
Wiefling Consulting, Inc.
kimberly@wiefling.com
+1 650 867 0847
Thank
you!

REFERENCE

Kimberly’s Simple Breakthrough Process
for Achieving “Impossible” Results
🡪 🡪 🡪 🡪
▪ Focus: Paradigm Shift Question
▪ What seems impossible today, but if it WERE possible, would transform your
business for the better?
▪ Dark Side: Use Power of Negative Thinking
▪ List all of the reasons why this is not possible, all barriers and everything preventing
this.
▪ Reverse: What Would Make It Possible?
▪ Brainstorm silently using post-notes, then with the group as a whole, pretending you
have a magic wand.
▪ List at least one idea that would never work and one idea that would get you
fired.
▪ Take Action! Prototype, don’t perfect. Fail Forward! KEEP GOING!
Scrappy Project Management “A recipe doesn’t
make cookies, but it’s
Recipe for Getting Results a good start!”
Overall Goal Statement: ___________________________________________
Why? Who? What? Why

How?
Not?
• Ask “Why? 5 Times
• Communication • 1 Page Summary • Risks & Obstacles • High Level Plans
Map/Stakeholder Analysis • Success Scorecard • Upside & Accelerators • Integrated Schedule
• Priorities
PEOPLE PLANS
GOAL
AC TI ON S!
• Team Org Chart Priorities

• Roles & Responsibilities #1 –
#2 –
#3 –

®
Scrappy Project Management Checklist
1. Be completely & unrepentantly obsessed with the “Customer”.
2. Provide shared, measurable, challenging, & achievable Goals as clear as sunlight.
3. Engage in effective, vociferous & unrelenting Communication with all stakeholders.
4. Assure that Roles & Responsibilities are unmistakably understood and agreed by all.
5. Create viable Plans & Schedules that enjoy the team’s hearty commitment.
6. Mitigate big, hairy, abominable Risks & implement innovative Accelerators.
7. Prioritize ruthlessly, choosing between heart, lungs & kidneys if necessary.
8. Anticipate and accommodate necessary and inevitable Change.
9. Challenge Assumptions & Beliefs, especially insidious self-imposed limitations.
10. Manage the Expectations of all stakeholders: under-promise & over-deliver.
11. Learn from experience. Make new and more exciting mistakes each time!
12. Attitude of Gratitude: Celebrate success, . . . and some failures, too.
Note: Scrappy Project Management ® is a registered trademark of Kimberly Wiefling.

Ref: http://www.wiefling.com Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.
Don’t Let Your Startups Sink Under the Weight of Their Success!
Successfully Grow and Scale

Why do early stage companies fail? But there are other risks and pitfalls.
– Product market fit The largest remaining risks revolve around the
difficulties of growing and scaling due to:
– Technology
• PEOPLE –leadership & team effectiveness
– Financial challenges
The very best investors, and team • PROCESS - project management complexity
members with extensive subject • CULTURE - organizational culture decay
matter expertise, can mitigate As a company evolves, enters new phases, and scales,
most of these, and therefore enjoy the challenges of leading teams, executing projects,
better results. and maintaining a strong, positive organizational
culture grow exponentially, largely due to increasingly
complex human interactions.
WEBSITE: siliconvalleyalliances.com
Kimberly Wiefling +1 650 867 0847
kimberly@siliconvalleyalliances.com
Silicon Valley Alliances, Anywhere on Earth
Turning Managers → Leaders & Groups → True Teams
. . . who can achieve what seems “impossible”. . . Together.
Our Team has real world experience working in Silicon Valley and Globally.
Develop a Silicon Valley Mindset, Embrace

Risk-taking, Learn from Mistakes, and Fail Forward!

Helping you achieve what seems impossible,
but is merely difficult!
- Scrappy Kimberly
Available at http://www.Amazon.com

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Product

- Dec 15, 2021 on 06:00 pm to 08:15 pm (America/Los_Angeles)

- FI Zoom 10, https://us02web.zoom.us/j/2750864644?pwd=SlVoNndGVGo0ZTFWN2FQQ0t5TnNQUT09, ,

- Sample Mentor Video: https://FI.co/guides/5

- PowerPoint Template: https://FI.co/images/FI_Template.ppt

- Hotseat Rating Link: https://FI.co/review

Image Ref: http://www.thesolitarywriter.com/2012/11/just-2-hours-to-get-creative-innovative.html

Extensive experience in the R&D and manufacturing of complex systems of hardware,

Silicon Valley, CA 94062 • +1 650 867 0847 • kimberly@wieﬂing.com • LinkedIn

ENTREPRENEUR: From Startups to Global 1000. She

CLIENTS: Many well-known global brands in a

● RETAINED KEY EMPLOYEES: Reduced voluntary turnover

● IMPROVED MANUFACTURABILITY & AFR: Reduced

● OPTIMIZED NPI PIPELINE: Unclogged new product

● INCUBATED INNOVATION: Half of ~80 projects launched

I led the product

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

to assess their creativity 16

Ref: Breakpoint and Beyond: Mastering the Future Today (Paperback)

Adults Teens 10 5 years

Ref: Breakpoint and Beyond: Mastering the Future Today (Paperback)

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Today Current Direction Better

Many Paths May

Idea Idea “Groan Idea

Founder Institute – Confidential Information

Neither person wants half a pumpkin?

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Founder Institute – Confidential Information

Brakes Gas Pedal Steering Heater Air

Passenger’s Wheels and Lights GPS System Rearview

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Founder Institute – Confidential Information

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Image Ref: https://networkingnerd.net/2012/12/11/unlearning-ipv4/yoda_portait/

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Wiefling, Inc. 2017

Complete Get a learning

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Ref: Chasm Institute

Founder Institute – Confidential Information

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.

Copyright Silicon Valley Alliances & Wiefling Consulting, Inc.